When it comes to numbers, there is always more than meets the eye. In operational finance, you will learn how to read the “story” that the balance sheet and income statement tells about the company’s operations. The insights you gain from this “financial story” will then become a tool for short-term decision-making at the top management level relating to current assets, current liabilities and the management of working capital. Finally, by the end of the course you will understand the financial consequences of managerial decisions on operations, marketing, etc.

Avis

AC

Fantastic course, such a well laid out structure, Miguel sir explained with such enthusiasm, especially the case with Working Capital as to why it's not an asset. An excellent course!!!

JF

Jul 01, 2018

Filled StarFilled StarFilled StarFilled StarFilled Star

Amazing course, the questions posed are very insteresting and you actually have to think to be able to solve them. The best course of the first 4 courses of this specialization.

À partir de la leçon

Course Overview & Week 1

Welcome to Operational Finance: Finance for Managers. In this course you will learn the basics of operational finance to help you make sound financial decision or to run a robust business! Before you get started with this week's video content, please have a look at the course syllabus. In this first week, we'll discuss what operational finance is all about by looking at a business case. What do the numbers on the Balance Sheet and P&L Statement tell us about its performance and future prospects? If you were a bank, would you approve a half million euro loan for this business? Why or why not? Course objective: To get an overview of operational finance and the types of analyses necessary to develop solid financing decisions.

Enseigné par

Miguel Antón

Transcription

[MUSIC] Another aspect is it's for the company seasonal or not. Seasonality just means whether the profits are concentrated in one part of the year. A clear example of cyclically of a company that is cyclical to ice creams for example. Right? Ice cream or skiing, right? Choosing ice creams specifically in the summer and skiing is specifically in the winter. The other months there is no activity. So the pick of sales is basically in some parts of the year. In this case [INAUDIBLE] they say that 55% of the sales are actually in six months of the year so we can say that is not very seasonal. Now let's try to understand a little bit now who are the people we are relating with. For example what is up with the clients? Who are my clients? This is very important because the clients are the one that are paying the company. And the company is the one that is going to be paying back the loan. So for us it is very important what is the change if the clients don’t pay me I won’t be able to pay the bank. If I won’t be able to pay the bank the bank is not going to give me the credit right? So who are the clients here? Small contractors, so they are people that are bind upon us for construction. It's not a big company, they're small contractors. And what do we know about them? Are they loyal customers? They say it says that they are good ones and they come to us because we are pretty good. Better than competition, right? And we are about 2000 customers of this company, there are 2000 customers which is quite a lot right? I mean having so many customers I think has good and bad things right? A good thing about it is that we have a diversified pool of customers which means that if one of them or two of them fail to buy from us. We are still okay, because there are 1,998 people that are still buying from us. But there is a downside to it, which is, it is difficult to manage so many customers. Especially having in mind that there is only one person managing the invoices there, so it could be a little troublesome to follow up all the orders of 2,000 customers during the year. On the other hand, who are these suppliers? The suppliers, we know that there's just only one and it's the leading supplier in the market in this specific segment, right. And as it had good and bad things to have many different clients, what do you think about this supplier? Well, again, it's good and bad, right. What do you think about the good thing about having one supplier? There is one good thing about having one supplier, which is you can actually negotiate with him and buy with some discount. It's not the same buying in small pieces to different suppliers than buying a big chunk of panels to our big supplier, right. He can apply some of these counts to you. But on the other hand look it's just only one. If he gets angry or if he stops so different to us, then we're in trouble because we have to look for another one and it's not easy, the process of finding a new supplier is not easy. And then finding the same conditions etc., right. So you see now we're going slowly little by little understanding the business right? [MUSIC]